Principle-Centered Leadership

I wrote this some time ago (early 2004 I think) — and in fact, it was my first ever ‘blog’ contribution. I just realised that I did not have a copy of it on my own site, so I’m adding a slightly edited version (so it makes sense) of it for the sake of prosterity. I still think a lot of it is relevant.

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It is undeniable that the very nature of work is changing. (Peter Christo has succinctly spoken and written about this before here) Despite all of the evidence pointing to a changing landscape, indeed a paradigm shift, many managers are still bound to traditional vertical hierarchies, stability, financial security, a homogenous workforce and the belief that profits and capital are the goals of success.

Those companies that have failed to adapt to this new paradigm can be spotted a mile off as they have a tendency to engage the marketplace using a ”wagon circleing’ mentality, whereby traditional business models and methods conditioned towards quick-fix, short-term thinking are being loosely adapted and applied to a changing market. This is being illustrated in the IT Industry by practices such as vendor lock-in, inequitable and unfavorable licensing, sending work off-shore in an effort to reduce cost and selling vapor-ware to fund product development and gain market share (snake-oil sales tactics). Frankly … the IT industry wheels tend to run smoother when oiled with bullshit!

The Open Source Software movement (www.opensource.org) is providing real leadership in the adoption of innovative business models and practices that adapt to a new paradigm which is centered on our lives and our leadership of organisations and people based on true north principles. Covey [1] argues that “People do not want to work for a cause with little or no meaning, even though it taps their mental capacities to their fullest. They must be purposes that lift them, enable them and bring them to their higher selves.” Limerick [2] also argues that “collaborative individuals are emancipated by discontinuity, empowered by knowledge, and driven by values. They collaborate with others because they agree with their values and the joint mission and not because of their commitment to the organisation.”The reason Open Source software is becoming pervasive is because it is driven by values. Indeed, the movement was founded on the universal principles of freedom — of choice, of thought; of speech. These are principles that uplift, enable, fulfill, empower and inspire people.

What is needed is a more efficient model of engaging talent (knowledge workers) with opportunities in a fluid marketplace that is a principle-centered approach that works with the whole person — seeing them not only as ‘assets’ but economic, social, psychological and spiritual beings who crave meaning in their work. The courtship of the such a talent engagement model and open source software principles and practices is an exiting romance.

1. Covey, S.R., 1992 p.178 Principle Centered Leadership. Simon & Schuster; 1st ed.
2. Limerick, D. in Nankervis, A.R. and Compton, R.L (eds), 1990. Readings in Strategic Human Resource Management. Thomas Nelson Australia.

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